5 star motivation workshop

Pro356 Consulting, LLCPro356 Consulting, LLC
Motivation WorkshopMotivation Workshop
LeadershipLeadership
September 27, 2011September 27, 2011
Rick Miller, Pro356 Consulting, LLCRick Miller, Pro356 Consulting, LLC

Thoughts on MotivationThoughts on Motivation
 ““It’s not what I know that’s the problem; it’sIt’s not what I know that’s the problem; it’s
what I know that I know, that really ain’twhat I know that I know, that really ain’t
so, that causes me the problem.”so, that causes me the problem.”
UnknownUnknown
 Today’s goalToday’s goal = Let’s examine what is= Let’s examine what is
really known about Motivation and see ifreally known about Motivation and see if
our approach lines up with the “known.”our approach lines up with the “known.”

Thoughts on MotivationThoughts on Motivation
 ““Do what you love and you will never workDo what you love and you will never work
a day in your life.”a day in your life.” ConfuciusConfucius
 ““Hire someone to do what is work for youHire someone to do what is work for you
that is fun for them.”that is fun for them.” John AssarfJohn Assarf
 ““Whatever you do, do it as you wereWhatever you do, do it as you were
working for the Lord and not for man.”working for the Lord and not for man.”
The ApostleThe Apostle PaulPaul

MotivationMotivation
 Tentative AgendaTentative Agenda
 DriveDrive – linking behavior research to business– linking behavior research to business
practicespractices
 One Minute ManagerOne Minute Manager approachapproach
 Case studies/group exercisesCase studies/group exercises
 Resources for youResources for you

Motivation HistoryMotivation History
 Think of motivation as Operating SystemsThink of motivation as Operating Systems
on a computer.on a computer.
 Motivation 1.0Motivation 1.0 – Survival (Time = Forever)– Survival (Time = Forever)
 Motivation 2.0Motivation 2.0 – Carrot and Stick– Carrot and Stick
(Industrial Revolution – 1960’s)(Industrial Revolution – 1960’s)
 Motivation 3.0Motivation 3.0 – Self Motivation (1960’s– Self Motivation (1960’s
-Present)-Present)

Motivation 1.0Motivation 1.0
 Biologically driven need to survive.Biologically driven need to survive.
 Not limited to humans.Not limited to humans.
 Worked well, still does, for 50,000 years.Worked well, still does, for 50,000 years.
 Then it did not work as well.Then it did not work as well.
 Societal rules of behavior required a governorSocietal rules of behavior required a governor
on the urge to steal someone’s dinner oron the urge to steal someone’s dinner or
spouse.spouse.
 Upgrade needed:Upgrade needed: Motivation 2.0Motivation 2.0

 We are human, endowed by our Creator.We are human, endowed by our Creator.
 We seek to gain reward and avoid punishment.We seek to gain reward and avoid punishment.
 Frederick Taylor, Sigmund Freud, and B.F.Frederick Taylor, Sigmund Freud, and B.F.
SkinnerSkinner developed “software” to run on 2.0:developed “software” to run on 2.0:
 We are rational economic beings that respond toWe are rational economic beings that respond to
external rewards and external punishments.external rewards and external punishments.
 Packaged as “Packaged as “Carrots and SticksCarrots and Sticks” and Condition-” and Condition-
Response and popularly now calledResponse and popularly now called Theory XTheory X
(external) behavior.(external) behavior.

Motivation 2.1 upgradeMotivation 2.1 upgrade
 2.0 started showing some bugs as we moved2.0 started showing some bugs as we moved
from the Industrial Age of factories to the earlyfrom the Industrial Age of factories to the early
Information Age where “white collar” and serviceInformation Age where “white collar” and service
industry positions increased.industry positions increased.
 Abraham Mazlow, Frederick Herzberg, DouglasAbraham Mazlow, Frederick Herzberg, Douglas
McGregor,McGregor, andand Edward DemingEdward Deming all challengedall challenged
behavior core of 2.0behavior core of 2.0
 Absent external incentives, humans are not motivatedAbsent external incentives, humans are not motivated
to do much-to do much-Theory XTheory X..
 They introduced the concept of internal motivation-They introduced the concept of internal motivation-
Theory YTheory Y..

Motivation 2.1 Theory YMotivation 2.1 Theory Y
 Maslow and McGregorMaslow and McGregor – People are born– People are born
to learn and achieve. Work and selfto learn and achieve. Work and self
discipline are parts of our natural state thatdiscipline are parts of our natural state that
allows self achievement.allows self achievement.
 Management’s job is to “dovetail” theManagement’s job is to “dovetail” the
human need for self improvement with thehuman need for self improvement with the
objectives of the organization to maximizeobjectives of the organization to maximize
productivity.productivity.

 Frederick HerzbergFrederick Herzberg – Lack of extrinsic– Lack of extrinsic
“hygiene” factors (pay, benefits,“hygiene” factors (pay, benefits,
conditions) produced dissatisfaction, BUTconditions) produced dissatisfaction, BUT
their presence did not lead to jobtheir presence did not lead to job
satisfaction. “Motivating” factors like thesatisfaction. “Motivating” factors like the
work itself, genuine achievement, andwork itself, genuine achievement, and
personal growth lead to job satisfactionpersonal growth lead to job satisfaction
and personal growth.and personal growth.

Herzberg’s Finding- Events thatHerzberg’s Finding- Events that
lead to extreme:lead to extreme:
DissatisfactionDissatisfaction SatisfactionSatisfaction
 Company policy andCompany policy and
administration (-31%)administration (-31%)
 Supervision (-15%)Supervision (-15%)
 Relationship withRelationship with
supervisor (-5%)supervisor (-5%)
 Work conditions (-8%)Work conditions (-8%)
 Salary (-2%)Salary (-2%)
 Peers (-1%)Peers (-1%)
 Personal life (-3%)Personal life (-3%)
 Status and security(-1%)Status and security(-1%)
 Achievement (32%)Achievement (32%)
 Recognition (23%)Recognition (23%)
 Work itself (10%)Work itself (10%)
 Responsibility (17%)Responsibility (17%)
 Advancement (8%)Advancement (8%)
 Growth (4%)Growth (4%)

 DemingDeming – Embraced by Japan and ignored in– Embraced by Japan and ignored in
the U.S.the U.S.
 Can you say Toyota Production System vs. BigCan you say Toyota Production System vs. Big
Three Auto Bailout?Three Auto Bailout?
 Continuous improvementContinuous improvement andand qualityquality come fromcome from
intrinsic motivators like work team autonomy andintrinsic motivators like work team autonomy and
desire to do, grow, and learn how to dodesire to do, grow, and learn how to do
something better over time.something better over time.

 Resulted in relaxing of workplace and increaseResulted in relaxing of workplace and increase
in employee autonomy.in employee autonomy.
 Problems with operation systems = CrashesProblems with operation systems = Crashes
sometimes.sometimes.
 Q -Q - Have incentive plans ever not produced theHave incentive plans ever not produced the
long term results you wanted?long term results you wanted?
 What happened when the contestWhat happened when the contest
ended?ended?
 Q -Q - Has casual Friday reduced turnover orHas casual Friday reduced turnover or
increased the bottom line?increased the bottom line?

2121stst
Century Bugs in the SystemCentury Bugs in the System
1.1. How we do what we do?How we do what we do?
 Algorithmic vs. Heuristic TasksAlgorithmic vs. Heuristic Tasks
 When you deal with people can you really “program” all theWhen you deal with people can you really “program” all the
tasks?tasks?
2.2. How we think about what we do?How we think about what we do?
 2002 Nobel Prize in Economics – We are not2002 Nobel Prize in Economics – We are not
always wealth maximizers.always wealth maximizers. Let’s play a game.Let’s play a game.
3.3. How we organize what we do?How we organize what we do?
 Wikipedia vs. Microsoft Encarta, the rise of openWikipedia vs. Microsoft Encarta, the rise of open
source sharing.source sharing.

Paradigm BustersParadigm Busters
True or FalseTrue or False
Rewarding an activity will get you more of it.Rewarding an activity will get you more of it.
Punishing an activity will get you less of it.Punishing an activity will get you less of it.

TruthTruth
 40 years of experiments have proven conclusively that extrinsic40 years of experiments have proven conclusively that extrinsic
incentives produce short term gains and long term losses.incentives produce short term gains and long term losses.
 Extrinsic plans are cancer to intrinsic motivation.Extrinsic plans are cancer to intrinsic motivation.
 The Sawyer Effect – Practices that turn play into work or vice versa.The Sawyer Effect – Practices that turn play into work or vice versa.
 When you “pay for play” you lose the ability to find long termWhen you “pay for play” you lose the ability to find long term
enjoyment in the activity.enjoyment in the activity.
 A candle problemA candle problem
 Kids drawing with crayonsKids drawing with crayons
 Run a restaurant and see how relaxing it is toRun a restaurant and see how relaxing it is to
dine out; Go stay at another hotel and see if youdine out; Go stay at another hotel and see if you
enjoy the experience.enjoy the experience.

The Big QuestionThe Big Question
Are you spending more time and resources onAre you spending more time and resources on
intrinsic motivators such asintrinsic motivators such as
 training, team building, recognition, and jobtraining, team building, recognition, and job
development?development?
OROR
Are you spending more time and resources onAre you spending more time and resources on
extrinsic motivators such asextrinsic motivators such as
 bonuses, benefits, work conditions, and supervisionbonuses, benefits, work conditions, and supervision
tasks?tasks?

The Late Fee RevisitedThe Late Fee Revisited
 2000 study by Israeli economists:2000 study by Israeli economists:
 Letter to parents of day care center, “Letter to parents of day care center, “As you all know,As you all know,
the official closing time of the day care center is 1600the official closing time of the day care center is 1600
every day. Since some parents have been coming inevery day. Since some parents have been coming in
late, we (with the approval of the governing authorities inlate, we (with the approval of the governing authorities in
Israel) have decided to impose a fine on parents whoIsrael) have decided to impose a fine on parents who
come late to pick up their children. As of next Sunday acome late to pick up their children. As of next Sunday a
fine of $3 will be charged every time a child is picked upfine of $3 will be charged every time a child is picked up
after 1610. The fine will be calculated monthly andafter 1610. The fine will be calculated monthly and
added to the your monthly bill.”added to the your monthly bill.”
Sincerely,Sincerely,
The manager of the day care center.The manager of the day care center.

You make the callYou make the call
 What happened?What happened?
 Why?Why?

Throwing the Baby Out With theThrowing the Baby Out With the
Bathwater…Bathwater…
 Extrinsic motivators work well whenExtrinsic motivators work well when
 The task is routine and mechanized activity withThe task is routine and mechanized activity with
minimal thinking involved.minimal thinking involved.
 You acknowledge to the employees that the task isYou acknowledge to the employees that the task is
boring AND explain why the work needs to be done.boring AND explain why the work needs to be done.
 You allow the employees some autonomy as to howYou allow the employees some autonomy as to how
they complete the task.they complete the task.
 But First Try to mix in some job enriching activitiesBut First Try to mix in some job enriching activities
before going totally extrinsic.before going totally extrinsic.

Practical ReviewPractical Review
 You make the callYou make the call

 Based on 80 years of behavioral researchBased on 80 years of behavioral research
and any parent’s observations of a 2 yearand any parent’s observations of a 2 year
old.old.
 Intrinsic motivation is our universal desireIntrinsic motivation is our universal desire
for:for:
 AutonomyAutonomy
 MasteryMastery
 PurposePurpose

Motivation 3.0 ComponentsMotivation 3.0 Components
 AutonomyAutonomy – The freedom to seek unique– The freedom to seek unique
solutions.solutions.
 MasteryMastery – The desire to get better and– The desire to get better and
better at something that matters.better at something that matters.
 PurposePurpose – The opportunity to work on– The opportunity to work on
something greater than oneself.something greater than oneself.

 ManagementManagement – A term created during the– A term created during the
mechanized period of the Industrial Revolutionmechanized period of the Industrial Revolution
when people were thought of as “resources”.when people were thought of as “resources”.
Managers painted extrinsic motivators onto theManagers painted extrinsic motivators onto the
worker to produce the end result. (Theory X)worker to produce the end result. (Theory X)
 LeaderLeader – 21– 21stst
century leader who seescentury leader who sees
colleagues as productive assets coming out ofcolleagues as productive assets coming out of
their block of humanity. Sculptors bring beautytheir block of humanity. Sculptors bring beauty
out of that which is already there. (Theory I)out of that which is already there. (Theory I)
 Does your organizationDoes your organization paintpaint oror sculptsculpt ??

Autonomy – The FourAutonomy – The Four
EssentialsEssentials
 TASKTASK – Designated “free time” as part of– Designated “free time” as part of
the job.the job.
 Wm. McKnight 3m CEO, 1940- “Hire goodWm. McKnight 3m CEO, 1940- “Hire good
people and leave them alone.” His 15%people and leave them alone.” His 15%
free project time lead to Post-it.free project time lead to Post-it.
 Google – Gmail, Google Sky, and GoogleGoogle – Gmail, Google Sky, and Google
Talk all came out of “free time.”Talk all came out of “free time.”

 TIMETIME – Focus on results not time.– Focus on results not time.
 ROWE – Results Oriented WorkROWE – Results Oriented Work
Environment such as Best Buy HQ, GAP,Environment such as Best Buy HQ, GAP,
and others.and others.
 Do not confuse activity (time) withDo not confuse activity (time) with
accomplishments (results)!accomplishments (results)!
 You do it in your personal life, so why areYou do it in your personal life, so why are
time clocks so essential?time clocks so essential?

 TECHNIQUETECHNIQUE –– Rather than offshoring,Rather than offshoring,
consider homeshoring customer service.consider homeshoring customer service.
 These companies lowered recruiting costsThese companies lowered recruiting costs
while maintaining high customer servicewhile maintaining high customer service
ratings and above average productivity:ratings and above average productivity:
 JetBlue, J. Crew, 1-800-Flowers, Office DepotJetBlue, J. Crew, 1-800-Flowers, Office Depot
 All minimize scripts and maximize individualAll minimize scripts and maximize individual
authority.authority.

 TEAMTEAM – Given existing employees and new– Given existing employees and new
employees power to select their team.employees power to select their team.
 Allows for pick up teams to work on non-Allows for pick up teams to work on non-
commissioned “free time” projects.commissioned “free time” projects.
 Facebook and Gore-TexFacebook and Gore-Tex –– They select theThey select the
talent, but the talent selects his/her team.talent, but the talent selects his/her team.
 Autonomy allows for people to wantAutonomy allows for people to want
accountability not the opposite. (2.0 thinking)accountability not the opposite. (2.0 thinking)

MASTERYMASTERY
 Motivation 2.0Motivation 2.0
 ControlControl
 ComplianceCompliance
 Motivation 3.0Motivation 3.0
 AutonomyAutonomy
 EngagementEngagement

Mastery and FlowMastery and Flow
 Mikhail CsikszentmihalyiMikhail Csikszentmihalyi
 FlowFlow – The optimal state where an activity– The optimal state where an activity
is just difficult enough for one to loseis just difficult enough for one to lose
oneself in the pursuit of doing it just a littleoneself in the pursuit of doing it just a little
better.better.
 AutotelicAutotelic – The goal is self-fulfilling. The– The goal is self-fulfilling. The
activity is its one reward.activity is its one reward.
 When are you in the flow?When are you in the flow?

Mastery and FlowMastery and Flow
 The Goldilock’s Approach to Job EngagementThe Goldilock’s Approach to Job Engagement – Are your– Are your
people in positions where the tasks are “not too hot orpeople in positions where the tasks are “not too hot or
not too cold”?not too cold”?
 The best work comes when people are “engaged” inThe best work comes when people are “engaged” in
challenging tasks.challenging tasks.
 The current estimate in the US is that most workers areThe current estimate in the US is that most workers are
disengaged on their jobsdisengaged on their jobs 50% of the time50% of the time at a cost ofat a cost of
$300 billion annually.$300 billion annually.
 A study of 11,000 industrial engineers foundA study of 11,000 industrial engineers found
that the desire for intellectual challenge wasthat the desire for intellectual challenge was
the best predictor of productivity.the best predictor of productivity.

Mastery ChallengesMastery Challenges
 Match what employees must do to whatMatch what employees must do to what
they can do.they can do.
 If must do > skills = anxiety.If must do > skills = anxiety.
 If skills > must do = boredom.If skills > must do = boredom.
 If some positions are net boring, add someIf some positions are net boring, add some
new challenges to allow for flow.new challenges to allow for flow.

Three Laws of MasteryThree Laws of Mastery
 Mastery is aMastery is a mindsetmindset – Like exercise, the more– Like exercise, the more
you work a muscle, the stronger the muscleyou work a muscle, the stronger the muscle
becomes.becomes.
 Mastery is aMastery is a painpain – Mastery isn’t developed in a– Mastery isn’t developed in a
day, but is daily worked on. (10,000 hours)day, but is daily worked on. (10,000 hours)
 Mastery isMastery is asymptoteasymptote – You never quite reach it.– You never quite reach it.
The frustration is part of the allure. It attractsThe frustration is part of the allure. It attracts
because it eludes.because it eludes.

PURPOSE- THE THIRD LEGPURPOSE- THE THIRD LEG

PurposePurpose
 The rise of corporate goals separate from wealthThe rise of corporate goals separate from wealth
maximization.maximization.
 Disengagement on the job has lead to increasedDisengagement on the job has lead to increased
corporate volunteerism.corporate volunteerism.
 GCRC is a classic example of how purpose buildsGCRC is a classic example of how purpose builds
morale.morale.
 ““Giving back” is good business and part of great teamGiving back” is good business and part of great team
building.building.
 Giving back through allowing autonomous control byGiving back through allowing autonomous control by
employees of charitable donations increases employeeemployees of charitable donations increases employee
well being more than external driven bonuses.well being more than external driven bonuses.

Purpose Goals vs. Profit GoalsPurpose Goals vs. Profit Goals
 Longitudinal study of college grads followingLongitudinal study of college grads following
those with profit oriented goals and those withthose with profit oriented goals and those with
purpose oriented goals:purpose oriented goals:
 After 2 years, purpose driven goal groupAfter 2 years, purpose driven goal group
reported increase in personal satisfaction.reported increase in personal satisfaction.
 Those with profit goals showed no increase inThose with profit goals showed no increase in
satisfaction BUT did show an increase insatisfaction BUT did show an increase in
anxiety, depression and other negativeanxiety, depression and other negative
indicators, even when attaining goals.indicators, even when attaining goals.

Practical ApplicationPractical Application
 The One Minute ManagerThe One Minute Manager Approach:Approach:
 Based on a simple rule and it is golden.Based on a simple rule and it is golden.
 Treat everyone like you want to beTreat everyone like you want to be
treated.treated.

Begin with the End in MindBegin with the End in Mind
1.1. When you help your staff achieve goalsWhen you help your staff achieve goals
that are broader than the organizationthat are broader than the organization
and may include leaving yourand may include leaving your
organization, you show trust.organization, you show trust.
2.2. Trust builds loyalty and reduces stress.Trust builds loyalty and reduces stress.
3.3. Loyalty and reduced stress driveLoyalty and reduced stress drive
productivity.productivity.
4.4. Productivity drives profitability.Productivity drives profitability.

Take StockTake Stock
 Anonymously survey your staff regardingAnonymously survey your staff regarding
where they are now.where they are now.
 See handoutSee handout

Job Description Spring CleaningJob Description Spring Cleaning
 Review jobs in detail:Review jobs in detail:
 Why do we do these tasks this way?Why do we do these tasks this way?
 What tasks could be delegated?What tasks could be delegated?
 What tasks would challenge the individual?What tasks would challenge the individual?
 For what team projects would this person be a goodFor what team projects would this person be a good
fit?fit?
 For each employee ask them to simultaneouslyFor each employee ask them to simultaneously
review their job description.review their job description.
 Compare their review with yours.Compare their review with yours.

One Minute Goal SettingOne Minute Goal Setting
 Agree on your goals.Agree on your goals.
 See what good behavior looks like.See what good behavior looks like.
 Write out each goal on a single sheet of paperWrite out each goal on a single sheet of paper
using less than 250 words.using less than 250 words.
 Read and re-read your goal, which requires onlyRead and re-read your goal, which requires only
a minute or so each time you do it.a minute or so each time you do it.
 Periodically take a minute out of your day andPeriodically take a minute out of your day and
assess your performance.assess your performance.
 See whether or not your behavior matches yourSee whether or not your behavior matches your
goals –goals – DIY Reviews.DIY Reviews.

One Minute PraisingOne Minute Praising
Help People Realize Their Full PotentialHelp People Realize Their Full Potential
Catch Them Doing Something RightCatch Them Doing Something Right
 Tell peopleTell people up frontup front that you are going to let them know how theythat you are going to let them know how they
are doing.are doing.
 Praise people immediately.Praise people immediately.
 Tell people what they did right –Tell people what they did right – Be specific.Be specific.
 Tell people how good you feel about what they did right, and how itTell people how good you feel about what they did right, and how it
helps the organization and the other people who work there.helps the organization and the other people who work there.
 Stop for a moment of silence to let them “feel” how good you feel.Stop for a moment of silence to let them “feel” how good you feel.
 Encourage them to do more of the same.Encourage them to do more of the same.
 Shake hands or touch people in a way that makes it clear that youShake hands or touch people in a way that makes it clear that you
support their success in the organization.support their success in the organization.

The One Minute ReprimandThe One Minute Reprimand
 Tell peopleTell people beforehandbeforehand that you are going to let them know howthat you are going to let them know how
they are doing and in no uncertain terms.they are doing and in no uncertain terms.
 The first half of the reprimand:The first half of the reprimand:
 Reprimand people immediately.Reprimand people immediately.
 Tell people what they did wrong - be specific.Tell people what they did wrong - be specific.
 Tell people how you feel about what they did wrong – and in noTell people how you feel about what they did wrong – and in no
uncertain terms.uncertain terms.
 Stop for a few seconds of uncomfortable silence to themStop for a few seconds of uncomfortable silence to them feelfeel howhow
you feel.you feel.
 The second half of the reprimand:The second half of the reprimand:
 Shake hands or touch them in a way that lets them know you areShake hands or touch them in a way that lets them know you are
honestly on their side.honestly on their side.
 Remind them how much you value them.Remind them how much you value them.
 Reaffirm that you think well of them but not of their performance inReaffirm that you think well of them but not of their performance in
this situation.this situation.
 REALIZE THAT WHEN A REPRIMAND IS OVER, IT IS OVER.REALIZE THAT WHEN A REPRIMAND IS OVER, IT IS OVER.

One Minute Theory I approachOne Minute Theory I approach
 Everyone Is A Potential Winner.Everyone Is A Potential Winner.
 Some People Are Disguised As Losers.Some People Are Disguised As Losers.
 Do Not Let Their Appearances Fool You.Do Not Let Their Appearances Fool You.

ResourcesResources
 Intrinsic motivation sitesIntrinsic motivation sites
 Motivational literatureMotivational literature
 ArticlesArticles
 QuestionsQuestions

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